MANAGERS CORNER
Empathy is a
SUPERPOWER By Frank Benest
Frank: I am the county’s budget manager. My team of budget analysts is still working from home. County tax revenues have plummeted due to the pandemic and wildfires. We are trying to help our organization adapt by working with departments to not only cuts costs but to find other service delivery models, such as partnering with other agencies to deliver services. I am energized by the opportunity to experiment with new service models. I’m analytic and driven to learn and achieve. Here is my concern. My budget team members are stressed out. We’ve already cut several vacant positions in budget and other areas of finance and there is much uncertainty. I’m trying to be sympathetic to everyone’s distress and feelings. I ask at the beginning our virtual meetings “how are you feeling?” However, I don’t get much feedback. My team members are hunkered down. Do you have any suggestions? 28
Response
I commend you for trying to be sensitive to your team members. People are feeling unhinged, fearful about their health, livelihood, family, community and country. The future is uncertain and scary. However, your sympathy is inadequate. You must demonstrate empathy if you are to lead your team amidst all the disruption. People like you (and me) who are analytic, driven to learn and achieve, and love challenges have difficulty being empathetic. Most of us leaders have “empathy deficits.” Only 18% of leaders who have completed the CliftonStrengths assessment identified empathy as one of their top five strengths (Dan Rockwell, “What If I Suck at Empathy—7 Ways to Create an Empathy Advantage,” Leadership Freak blog, July 2, 2020). The traditional leadership narrative is about you the leader. It is about your vision, your ideas, your goals. However, true leadership is about your followers—what they find meaningful, what they need and want, what they hope to achieve. Leaders can’t force people to follow—they invite them on a journey. California Special Districts • Jan-Feb 2021
